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A SYNOPSIS OF THE PROPOSED WORK FOR THE DEGREEOF DOCTOR OF PHILOSOPHY IN

PSYCHOLOGY

TO STUDY THE EFFECT OF SPIRITUALITY, LOCUS OF CONTROL AND

PERSONALITY FACTORS OF CEOs ON THE PERFORMANCE LEVEL AND

JOB SATISFACTION LEVE OF CEOs AND THEIR EMPLOYEES

By

VENUGOPAL N

UNDER THE GUIDANCE OF

Dr. H S ASHOKChairperson

Department of Psychology

Bangalore University

Bangalore

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TABLE OF THE CONTENTS:

1. INTRODUCTION: 3-10

2. REVIEW OF LITERATURE 11-27

A. Introduction of Earlier studies

B. Review of LiteratureC. Summary of the Review of Literature

3. NEED FOR THE STUDY 28-31

4. OBJECTIVES 32-34

5. HYPOTHESES

6. VARIABLES

7. SAMPLE

8. INCLUSION AND EXCLUSION CRITERIA

9. SAMPLE DESIGN

10. ASSESMENT TOOLS

11. BIBILOGRAPHY 35-36

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TO STUDY THE EFFECT OF SPIRITUALITY, LOCUS OF CONTROL AND

PERSONALITY FACTORS OF CEOs ON THE PERFORMANCE LEVEL AND

JOB SATISFACTION LEVEL OF CEOs AND THEIR EMPLOYEES

Introduction:

We spend most of our lives at our place of work. Not many of us work from home. In

fact most of us at places miles away from where we live and from our families.

Work takes up most of our time and so does engaging people, many of those we wish

we never knew. Cut throat competition, politicking and deep rooted sense of insecurity

from the edifice of many organizational cultures. This along with work pressure hasalarming effects on overall well being significantly. Even the domestic environment

suffers.

In such a situation, having a spiritual bent of mind and work will improve employees

interactions/superior subordinate interactions leading to better working environment,

less stress and an overall increase in well being.

Over the last decade, there is a steady increase of interest in spirituality at work issues

among management researchers and practitioners (Giacalone and Jurkiewicz, 2003a;

Karakas, 2010). The growing interest in spirituality is evident in corporations andbusiness world as well. Although the literature and interest on spirituality at work is

growing rapidly; Most of the previous studies examined the effects of spirituality onorganisational enhances employee well being through spirituality. Spirituality providesemployees a sense of purpose and meaning at work, and spirituality provides employees a

sense of inter connectedness and community; and these in turn support organisational

performance. There are some authors who claimed that there was a positive and causalrelationship between spirituality and productivity (Evander, 2000; Thompson, 2000), but

the validity of those claims were questionable since they were either theoretical or lacked

supporting data (Valise, 2009).

Practitioners are seeking to understand the topic of spirituality at work and business

leaders in general are desirous to leverage spirituality as a means to promote ethical

compliance and improve workplace behaviors (Smith, 2006). Workplace behaviors suchas counterproductive work behaviour (CWB) have always been an issue for employers

because of its widespread nature (Lanyon and Goodstein, 2004). CWB at work is clearly

a major social and economic issue for both employers and society. The cost of CWB interms of dollars and hour lost is virtually incalculable.

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Personal attributes such as integrity has always been used to explain the

counterproductive work behaviour. Integrity is the foundation of all true goodness andgreatness. Hence, the concept of

Integrity has arisen often in discussions of spirituality (Arrizza, 2006). Integrity summonsthe courage for the spirituality expression at work. Integrity is not only the realm of

ethical conduct but also an individuals sense of wholeness (Watson, 2001). Spirituality

has generally been assumed to have an effect on individual behaviour.

Definitions of spirituality at work

There are more than seventy definitions of spirituality at work, and still, there is no

widely accepted definition of spirituality. There are indeed many possible ways to definesuch a complex and diverse term as spirituality at work. For example, spirituality has

been defined as our inner consciousness, a specific form of work feeling that energizes

action, a process of self enlightenment. A worldview plus a path, access to thesacred force that impels life, and the unique inner search for the fullest personal

development through participation into transcendent mystery. In these definitions,

spirituality is mostly described as an idiosyncratic, multifaceted, elusive concept; difficult

to be captured in a common definition.

Defining spirituality in the workplace is like capturing an angel - it's ethereal and

beautiful, but perplexing. The term spirituality comes from the Latin word spiritusor spiritualis that means breathing, breath, air or wind (Merriam-Webster). Spiritus is

defined as an animating or vital principle held to give life to \physical organisms

(Merriam-Webster). This implies spirit is the life force that inhabits us when we are aliveand breathing (Garcia-Zamor, 2003). Scott (1994) offers a parallel definition for spirit as

the vital principle or animating force within living beings; that which constitutes one's

unseen intangible being; the real sense or significance of something. Spirituality, as

defined by Mitroff and Denton (1999a), is the basic feeling of being connected withones complete self, others and the entire universe. As noted above; the fuzziness,

ambiguity and the complexity of the construct makes spirituality a difficult research topic

to investigate.

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In this paper, spirituality is defined as the journey to find a sustainable, authentic,

meaningful, holistic and profound understanding of the existential self and its

relationship/interconnectedness with the sacred and the transcendent. Spirituality isdistinguished from institutionalized religion by being characterized as a private,

inclusive, non-denominational, universal human feeling; rather than an adherence to the

beliefs, rituals, or practices of a specific organized religious institution or tradition. This

distinction is important in the spirituality at work literature, as manifested by Mitroff andDentons (1999) study where 60 percent of the respondents had positive views of

spirituality while negative views of religion.

Human Spirituality and Workplace Spirituality

Tepper (2003) defines spirituality as the extent to which an individual is motivated to findsacred meaning and purpose to his or her existence. Mitroff and Denton (1999a, p. 83)

describes spirituality as "the basic feeling of being connected with one's complete self,

others, and the entire universe. If a single word best captures the meaning of spiritualityand the vital role that it plays in people's lives, that word is interconnectedness."

Spirituality does not necessarily have to be associated with a specific religion.

Irrespective of the tradition or religion one draws upon, spirituality requires an individual

willingness to explore oneself (Collins and Kakabadse, 2006).

Work spirituality is expressing our desires to find meaning and purpose in our

Lives and is a process of living out ones set of deeply held personal values (Neck &Milliman, 1994, p. 9). Its not about bringing religion to the workplace, but about being

Able to bring ones entire self to work. Without the existence of the human spirit at work,

There is no meaning in work. In order for people to find self fulfillment not only in theirPersonal lives, but at work as well, they must be able to express their values, dreams, and

Creativity. A future-focused corporate culture will make a place for such spiritual

Expression, which may take many different forms, resulting in benefits ranging from

Better internal communication to new product design (Herman et al., 1998, p. 28).Benefits of Spirituality in Workplace Research have shown that there are numerous

benefits associated with integrating spirituality in the workplace. The employees and

organization alike reap the benefits. This means higher profits, less absenteeism, highermorale, and less stress. Brandt (1996) suggested By recognizing and appreciating

colleagues not only for the professional roles they play, but also for the interesting,

diverse and worthwhile people they are, you will take the most effective step possibletoward a more spiritually sustaining workplace.

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Workplace spirituality as defined by Giacalone and Jurkiewicz (2003b) is a framework

of organisational values evidenced in the culture that promotes employees experience oftranscendence through the work process, facilitating their sense of being connected to

others in a way that provides feelings of completeness and joy. This view focuses on

organisational aspects and through them seeks to induce employee experiences ofspirituality at work. This approach focuses on several organisational features such as

spiritual values, business plans and goals, and HRM practices that are supportive of these

values. Based on extensive review of workplace spirituality definition, Petchsawang and

Duchon (2009) identified five themes in spirituality at work: connection, compassion,

mindfulness, meaningful work and transcendence.

Spirituality in the workplace may manifest itself in several ways, but at two different

levels: the individual and the organisational. At the first level, the people involved arespiritual ones who may have had concerns about the adequacy of their workplace for their

spiritual life even before accepting employment. At the second level, the organizationemphasizes spirituality in order to improve productivity. They try to connect faith and

Work ethics (Garcia-Zamar, 2003). Human spirituality encompasses the individual valuesbrought to the workplace (Kolodinsky et al., 2008). Some researchers argue that

spirituality can be used to improve organisational performance and spirituality research

should demonstrate spiritualitys links with productivity and profitability. Additional

research reveals that organizations that have voluntary spirituality programmes have hadhigher profits.

Spirituality is more of a process than an end. It is about how things are performed insteadof just achieving goals. While many people think there is nothing spiritual about work

and the workplace, there are many areas of working life in which spiritual intelligence

can be applied and benefits can be reaped to the maximum. Spirituality plays a significantrole in establishing strong relationships.

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Locus of control is a term in psychology that refers to a person's belief about what causes

the good or bad results in his life, either in general or in a specific area such as health oracademics or work. It also refers to an individual's generalized expectations concerning

where control over subsequent events resides. In other words, who or what is responsible

for what happens. Locus of control formulation classifies the generalized beliefs,concerning who or what influences things along a bipolar dimension from internal to

external control: "Internal control" is the term used to describe the belief that control of

future outcomes resides primarily in oneself while "external control" refers to the

expectancy that control is outside of oneself, either in the hands of powerful other peopleor due to fate/chance. Rotter's conceptualization viewed locus of control as one-

dimensional (internal to external) and Levenson's model asserts that there are three

independent dimensions: Internality, Chance, and Powerful Others. According to

Levenson's model, one can endorse each of these dimensions of locus of controlindependently and at the same time. For example, A person might simultaneously believe

that both oneself and powerful others influence outcomes, but that chance does not. Fromthe time of Introduction, the locus of control construct has undergone considerable

elaboration and several context specific instruments have been developed. Those with a

high internal locus of control have better control of their behavior, tend to exhibit moreachievement orientation, and are more likely to attempt to influence other people than

those with a high external locus of control. Those with a high internal locus of control are

more likely to assume that their efforts will be successful. They are more active in

seeking information and knowledge concerning their situation. Generally, thedevelopment of locus of control stems from family, culture, and past experiences leading

to rewards. Most internals have been shown to come from families that focused on effort,

education, and responsibility. On the other hand, most externals come from families of alow socioeconomic status where there is a lack of life control. Psychological research has

found that people with a more internal locus of control seem to be better off, e.g., they

tend to be more achievement oriented and to get better paid jobs. Sometimes Locus ofControl is seen as a stable, underlying personality construct, but this may be misleading,

Since the theory and research indicates that that locus of control is largely learned. Loco

inventory is an instrument to measure locus of control. Loco inventory has beendeveloped for use in organizations. The locus of control orientation are reflected in the

way people feel about what happens in the organization and how much control they,

other significant persons, or neither (being a matter of luck), have in importantorganizational matters.

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These matters relate to success or effectiveness, influence, acceptability, career,

advancement and rewards. Levenson has divided the concept of Locus of control inmainly two parts i.e. External and Internal, in external there are again two parts i.e.

Chance or luck and other external factors. Since most of the working hours are spent at

work, it is imperative to find out the various factors that determine job happiness.

Evidently, it is all about the gap between reality and expectations, but the issue seems to

be much more complicated than it appears. According to many researchers the type of

locus of control an individual carries has an effect on the level of job satisfaction. Jobsatisfaction has been defined as a pleasurable emotional state resulting from the appraisal

of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss

(2002) has argued that job satisfaction is an attitude but points out that researchers should

clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefsand behaviors. This definition suggests that we form attitudes towards our jobs by taking

into account our feelings, our beliefs, and our behaviors. Some argue that Maslowshierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction

theory. This theory explains that people seek to satisfy five specific needs in life

physiological needs, safety needs, social needs, self-esteem needs, and self-actualization(Rani and Selvarani, 2011). Here for this study five factors were taken into consideration:

type of work, co-workers, pay, supervisor and promotion.

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PERFORMANCE

Performance is the important term used in the modern organizational structure. Ithas been identified from different meanings. According to process view, performance is

defined as the conversion of efforts into productivities in order to achieve some particular

results.

"The Five-Factor Model of Personality in the Workplace" by Sean P. Neubert clearlyshowed a large correlation between elements of the five-factor model and job

performance. But what is not entirely clear is what types of jobs show increased

performance, and more importantly which types show little or no correlation. As statedby the author, most if not all studies on this topic was preformed on sales jobs or other

jobs highly dependent on interaction with others. With a wider variety of research, an

equally wide array of results might occur. Much of the research also seems to look attraits as either on or off, in that certain traits that seem to have negative effects on a

certain aspect of job performance could be positive in lower amounts.

The author rightly stated that the five-factor model's relation to job performance is most

likely due to the social aspects of the workplace rather than an individual's ability.Cognitive ability is the major factor in job performance, and outside of jobs that are based

on social interaction, the model's effect is merely a product of background environment

in the workplace. The social aspects of most jobs are unnecessary to the actual work one

is required to do. Granted this social aspect can almost never be removed--and is a mustfor many people due to personal needs for interaction--the model will have its affect in a

large number of cases.

In a large company, I believe that the five-factor model has much less impact. With alarger company usually comes an impersonal relation between employee and employer.

This means that as long as employees have all the required cognitive abilities, provided

they have a job that does not involve teamwork or customer interaction, they will perform

just as well as those who have a favorable personality. In a smaller company, by contrast,the relation between employee and employer is usually much more personal, and in some

cases the line between employee and employer is very small. In this case a non-favorable

personality could have a very large effect on a person's job performance. Cognitiveability seems to be a concrete factor in all cases, but the effects of personality on job

performance seem to vary greatly depending on the importance or prevalence of social

situations in the workplace.

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The research cited on the five-factor model seemed to consider someone as either having

a factor or completely lacking it. This is most obvious in the statement that agreeablenessis negatively correlated with job performance in leadership positions. I agree that an

unusually large level of agreeableness, such that one would allow oneself to be "used as a

door mat," would have a negative effect on leadership performance, but the trait isdefinitely necessary to succeed as a leader. If one's boss were completely disagreeable,

would one willing follow his or her requests, or would one do everything in one's power

to slow or impede the completion of one's assigned work? A good leader needs to bewell-rounded in all the "positive" social aspects of the five-factor model, without any

traits being so pronounced as to reduce performance, such as high levels of agreeableness

impeding one's will to put forth one's own ideas.

The author cited many interesting points, and I agree with most of his conclusions. Iwould like to see more research on a boarder range of professions to truly see how large a

role the five-factor model plays in one's job performance. I thought that certain aspects of

the model could be further explored to reveal varying level of certain factors being more

or less influential on job performance. The five-factor model may be a good indicator ofjob performance, but I am not convinced that it is as big of a factor as the author

portrayed.

The relationship between personality and job performance has been a frequently studiedtopic in industrial psychology in the past century (Barrick, Mount & Judge, 2001). Job

performance is a multi-dimensional construct which indicates how well employees

Perform their tasks, the initiative they take and the resourcefulness they show in solving

problems. Furthermore, it indicates the extent to which they complete tasks, the way theyutilize their available resources and the time and energy they spend on their tasks

(Boshoff & Arnolds, 1995; Schepers, 1994). Job performance could be affected by

situational factors, such as the characteristics of the job, the organization and co-workers

(Hackman & Oldham, 1980; Strmpfer, Danana, Gouws & Viviers, 1998), and bydispositional factors. Dispositional

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Variables can be described as personality characteristics, needs, attitudes, preferences and

motives that result in a tendency to react to situations in a predetermined (predisposed)

manner (House, Shane & Herrold, 1996). Job performance is influenced by aptitude, needfor achievement, self-regard, locus of control, affective temperament and the interaction

between these constructs (Boshoff & Arnolds, 1995, Wright, Kacmar, McMahan &

DeLeeuw, 1995). Traditionally industrial psychologists have questioned the usefulness ofpersonality measures in predicting job-related criteria (such as job performance), because

of pessimistic conclusions of early reviews of the topic (e.g. Guion & Gottier, 1965) and

concerns that most personality measures are faked (Reilly & Warech, 1993). However,

evidence has suggested that personality measures are valid predictors of diverse job-related criteria (Goldberg, 1993). Unlike many measures of cognitive ability, personality

measures typically do not have an adverse impact on disadvantaged employees (Hogan,

Hogan & Roberts, 1996) and thus can enhance fairness in personnel decisions. Recent

research showed that personality dimensions are related to job performance (Rosse,Stecher, Miller & Levin, 1998; Wright et al., 1995). In this research the relationship

between personality dispositions and job performance is studied from a trait perspective,and more specifically the five-factor model of personality dimensions as conceptualized

by Costa and McCrae (1992). The five-factor model of personality represents a structure

of traits, developed and elaborated over the last five decades.

Factors are defined by groups of inter correlated traits, which are referred to as facets

(McCrae & Costa, 1997). The five factor model of personality as measured by the Neo-

Personality Inventory Revised (NEO-PI-R) includes Neuroticism, Extraversion,Openness, Agreeableness and Conscientiousness (McCrae & Costa, 1997).

The reason for deciding on this conceptualization is because the validity of broadpersonality dimensions is superior too narrowly defined dimensions (Ashton, 1998). The

results of various studies and meta-analyses (Barrick & Mount, 1991; Hough, Eaton,

Dunnette, Kamp & McCloy, 1990; Salgado, 1997; Tett, Jackson & Rothstein, 1991;Vinchur,Schippmann, Sweizer & Roth, 1998) showed that various big five personality

dimensions are related to job performance. Barrick and Mount (1991) and Salgado (1997)

found that conscientiousness is one of the best predictors of job performance in the

United States of America and Europe. De Fruyt and Mervielde (1999), Tokar and Subich(1997), Schneider (1999) and Vinchur et al. (1998) concluded that Extraversion and

Conscientiousness predict job performance in various occupations. However, these

studies have all been carried out elsewhere in the world and in other contexts. In SouthAfrica, the use of psychometric tests in studies of job performance is still a controversial

issue. Research regarding the relationship between personality dimensions and job

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Performance is therefore necessary. If relationships between personality dimensions and

job performance are found, the results could be used for recruitment, selection and careerdevelopment purposes.

Researchers agree that almost all personality measures could be categorized according tothe five-factor model of personality also referred to as the big five personality

dimensions (Goldberg, 1990; Hogan et al., 1996). The five personality dimensions seem

to be relevant to different cultures (McCrae & Costa, 1997) and have been recovered

consistently in factor analyses of peer- and self-ratings of trait descriptors involvingdiverse conditions, samples, and factor extraction and rotation methods (Costa &

McCrae, 1988). Research also showed that the five personality factors have a genetic

basis (Digman, 1989) and that they are probably inherited (Jang, Livesley & Vernon,

1996).

SPIRITUALITY AND PERFORMANCE

How spirituality enables or leads to organizational performance (Figure 1):

a) Human resources perspective: Spirituality enhances employee well-being andQuality of life;

b) Philosophical perspective: Spirituality provides employees a sense of purpose and

Meaning at work;

c) Interpersonal perspective: Spirituality provides employees a sense ofInterconnectedness and community.

Therefore, the paper introduces an integrative view of how spirituality at work benefits

Organizations through these three perspectives. In particular, the paper notes andattempts to explain the general lack of cumulative work and the lack of synthesis of work

across these three perspectives. I contend that the interplay between these three

perspectives can provide us a more comprehensive understanding of how spiritualityleads to effectiveness and better performance in organizations.

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Three Perspectives of Spirituality and Performance

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SPIRITUALITY

EMPLOYEE WELLBEING

SENSE OF MEANING

& PURPOSE

SENSE OFCOMMUNITY &

INTERCONNECTEDNE

SS.

INCREASEDPRODUCTIVI

ANDPERFORMAN


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REVIEW OF LITERATURE

1. Workplace spirituality and employee work attitudes: An exploratory empiricalassessment.

One important question in the field of workplace spirituality concerns the relationship of

this construct with employee work attitudes. This study attempts to make a rigorousempirical examination of the relationship between workplace spirituality and five

prevalent employee job attitudinal variables. It assesses the validity and reliability of the

measures used and discusses the results of the analysis, which indicate that each of thethree dimensions of spirituality used has a significant relationship with two or more of the

five job attitude variables examined. While acknowledging that spirituality at work is an

abstract concept, this study attempts to provide some of the first empirical support thatthere is a positive association between spirituality at work and employee job outcomes.

The paper concludes with a number of implications and research directions for bothacademics and business managers, including the need to investigate the comprehensive

impact of spirituality at work on individuals and organizations.

2.Spirituality for managers: context and critique

Spirituality enables a businessperson to gain a more integrated perspective on their firm,

family, neighbors, community and self. Hence, business people and business facultyshow a significant increase in interest in spirituality in the workplace. The new interest is

measured by the growing number of professional presentations, journal articles, books

and conferences devoted to the subject. A consensus is emerging on the principalelements of spirituality for working people. It includes acknowledging God, theimportance of prayer, other people and a sustainable world. Some managers and firms

encourage spirituality in the workplace. Many religiously-oriented universities are

integrating mission, spirituality and service in their education.

3. Employee Spirituality in the Workplace: A Cross-Cultural View for the

Management of Spiritual Employees

The workplace is evolving to reflect the diversity within society. Reflected within societyare numerous spiritual beliefs and practices that are ingrained in the cultures. The cultural

mix reflects not only ethnic diversity but also a diversity of spiritual beliefs and behaviorsthat influence workplace roles. Employees are manifesting spiritual beliefs and practicesat work. To prepare future managers to face the challenge of managing spiritual diversity,

management educators may choose to treat employee spirituality as a cross-cultural issue.

This article provides a framework for educators to incorporate the management of

employee spirituality into the curriculum.

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4. Perceptions of Workplace Spirituality among Professionals and Executives

As a new century begins, it is becoming increasingly clear that workers are experiencing afundamental change of business world values, a change of paradigms as radical as the Age ofInformation. Corporate America and its employees are responding to a call for a deeper sense

of purpose, a more significant sense of faith, and a renewed commitment to spirituality. This

paper reports research that focuses on the relationship among the 3 key stakeholders in this

new emphasis on spirituality: individual, organization, and work unit. Significant correlationswere found to exist among 3 factors of spirituality and among 11 variables that were sub

measures of the factors.

5. Spirituality and Performance in Organizations: A Literature Review

The purpose of this paper is to review spirituality at work literature and to explore how

Spirituality improves employees performances and organizational effectiveness. The

paper reviews about 140 papers on workplace spirituality to review their findings on how

Spirituality supports organizational performance. Three different perspectives areintroduced on how spirituality benefits employees and supports organizational

performance based on the extant literature: a) Spirituality enhances employee well-being

and quality of life; b) Spirituality provides employees a sense of purpose and meaning atwork; c) Spirituality provides employees a sense of interconnectedness and community.

The paper introduces potential benefits and caveats of bringing spirituality into the

workplace; providing recommendations and suggestions for practitioners to incorporatespirituality positively in organizations.

6. Workplace spirituality and employee work attitudes: An exploratory empirical

assessment

One important question in the field of workplace spirituality concerns the relationship

Of this construct with employee work attitudes. This study attempts to make a rigorous

empirical Examination of the relationship between workplace spirituality and fiveprevalent employee job attitudinal variables. It assesses the validity and reliability of

them erasures used and discusses the results of the analysis, which indicate that each of

the three dimensions of spirituality used has a Significant relationship with two or moreof the five job attitude variables examined. While acknowledging that spirituality at work

is an abstract concept, this study attempts to provide some of the rest empirical support

that there is a positive association between spirituality at work and employee job

outcomes. The paper concludes with a number of implications and research directions forboth academics and business managers, including the need to investigate the

comprehensive impact of spirituality at work on individuals and organizations.

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7. Individual Differences and Workplace Spirituality: The Homogenization of the

Corporate Culture

Workplace spirituality is a growing concern for an increasing number of organizations,

employees, and job seekers. In todays tumultuous business landscape a growing number

of people are looking to the workplace to fulfill their spiritual needs, while organizationsare finding positive work outcomes associated with a workplace that augments workers

spiritual fulfillment. There is to date, however, little research concerning the relationships

between culture, individual differences, and workplace spirituality. Therefore, this paperdevelops propositions dealing with the spiritual homogenization of the corporate culture

through the Attraction-Selection-Attrition framework, and the role of individual

differences in workplace spirituality and corporate culture.

8. Organizational Consideration between Spirituality and Professional Commitment

In 21st century, matters of God in organization, ethics and employees spirituality inorganizations are very important issues in the area of management and organizations. It is

obvious spirituality in organizations has some points for organizations. Years ago people

were wanted to put their spiritual existence behind the door before entering theworkplace, but nowadays, separating work life from spiritual life reduces employees

morale and these two cannot be separate and people like being with their whole (physical,

mental and spiritual) at their workplace. That is why; nowadays spirituality is beingidentified as an element in organization by researches. The available evidence from

research done in western and eastern part of the world, shows that the employees

perception of spiritual elements causes the prevalence of the level of commitment atwork. The reason is that commitment is a central variable and shows that those who aremore committed work harder than those who are carefree and indifferent.

9. Organizational Consideration between Spirituality and Professional Commitment

In 21st century, matters of God in organization, ethics and employees spirituality in

Organizations are very important issues in the area of management and organizations. Itis Obvious spirituality in organizations has some points for organizations. Years ago

people were wanted to put their spiritual existence behind the door before entering the

workplace ,but nowadays ,separating work life from spiritual life reduces employeesmorale and these two cannot be separate and people like being with their whole

(physical ,mental and spiritual) at their workplace. That is why; nowadays spirituality is

being identified as an element in organization by researches. The available evidence fromresearch done in Western and eastern part of the world, shows that the employees

perception of spiritual Elements cause the prevalence of the level of commitment at work.

The reason is that Commitment is a central variable and shows that those who are morecommitted, work harder than those who are carefree and indifferent

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10. The Relationship between the Big Five Personality Factors and Burnout: A

Study among Volunteer Counselors.

In the present study of 80 volunteer counselors who cared for terminally ill patients, the

authors examined the relationship between burnout as measured by the Maslach Burnout

Inventory (C. Maslach, S. E. Jackson, & M. P. Leiter, 1996) and the basic (Big Five)personality factors (A. A. J. Hendriks, 1997): extraversion, agreeableness,

conscientiousness, emotional stability, and intellect/autonomy. The results of 3 separate

stepwise multiple regression analyses showed that (a) emotional exhaustion is uniquelypredicted by emotional stability, (b) depersonalization is predicted by emotional stability,

extraversion, and intellect/autonomy, and (c) personal accomplishment is predicted by

extraversion and emotional stability. In addition, some of the basic personality factors

moderated the relationship between relative number of negative experiences and burnout,

suggesting that personality may help to protect against known risks of developingburnout in volunteer human service work.

11. The Effect of Personality Traits on the Relationship between Organizational

Conflict and Job Performance in Telecommunication Company

Abstract. Many researchers claimed that failure to manage conflict in the workplace tends

to negatively affect human capital in the organization. Organizational conflict has been

identified as one of the prominent Sources that negatively influence job performancewhich leads to high turnover rate in the organization. Despite the discernible direct

influence of organizational conflict on job performance, the differences of personality

traits among individuals are likely to trigger organizational conflict and subsequentlyaffect the level of job performance in the workplace. Thus, this study is proposed toexamine the moderating effects of personality traits on the relationship between

organizational conflict and job performance. From an accessible population of

approximately 500 employees at Maxis Telecommunication, 231 employees participatedin this study. Moderated Multiple Regression analysis was applied to analyze the

moderating effects of Big Five Personality traits on the relationship between

organizational conflict and job performance. In general, the results indicate that onlyagreeableness, conscientiousness and openness to experience significantly moderate the

studied relationship. Hence, it is concluded that understanding personality traits is crucial

for top management in developing effective conflict solving strategies in order to enhance

employees job performance.

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12. Studying Impact of Personality Traits on Job Performance

(The Case of University of Isfahans Personnel)

Studying impact of personality traits on job performance has much importance. Becausebased on this, human resources managers can appoint their personals to appropriate jobs.

Therefore this article was aimed to studying impact of personality traits on job

performance. In order to this, personality traits based on big five model includingextraversion, consciousness, openness to experience, agreeableness, and emotional

stability has been used. Also Job performance dimensions based on the ACHIEVE model

including ability, clarity, help, incentive, evaluation, validity, and environment has been

used. Statistical population of this study was the personals of university of Isfahan and

the sample including 160 personals of them were selected based on conveniencesampling method. Data collecting method was the questionnaire including 50 items to

measuring variables. The regression analysis and Durbin-Watson analysis has been usedto analyzing data and consulting results. The results indicated that personality traits

influenced the personals job performance. Also detailed results indicated that

consciousness and openness influenced job ability. Consciousness and emotional stabilityinfluenced job recognition; also emotional stability influenced job helping.

Consciousness, openness, and emotional stability influenced job motivation. Extraversion

and openness influenced job evaluation, also consciousness influenced job validity. AlsoResults indicated that none dimensions of personality traits couldnt influence

environmental adoption. Finally the results of Durbin-Watson test indicated that there

isnt any self-correlation among independent variables.

13.Spirituality and Performance in Organizations: A Literature Review

The purpose of this paper is to review spirituality at work literature and to explore how

Spirituality improves employees performances and organizational effectiveness. The

paper reviews about 140 papers on workplace spirituality to review their findings on howSpirituality supports organizational performance. Three different perspectives are

introduced on how spirituality benefits employees and supports organizational

performance based on the extant literature: a) Spirituality enhances employee well-beingand quality of life; b) Spirituality provides employees a sense of purpose and meaning at

work; c) Spirituality provides employees a sense of interconnectedness and community.

The paper introduces potential benefits and caveats of bringing spirituality into theworkplace; providing recommendations and suggestions for practitioners to incorporatespirituality positively in organizations.

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14. Job Satisfaction of Recent Graduates in Financial Services by Sharon A. DeVaney and

Zhan (Sandy) Chen Purdue University

In a survey on job satisfaction among recent college graduates in financial planning,

respondents were asked to rank such factors as realization of expectations, company

support, attitude, relationships with coworkers, and pay; the results, which indicate that

these workers are reasonably satisfied with their jobs, support a "bottom-up" theory inwhich individuals sum up the positive and negative factors related to their jobs and

decide how satisfied they are on that basis

15. JOB SATISFACTION AND AFFECTIVE COMMITMENT: A STUDY OF

EMPLOYEES IN THE TOURISM INDUSTRY IN SARAWAK, MALAYSIA

LEW TEK Yew Curtin University of Technology

This study examines what motivates the employees involved in the tourism industry in

Sarawak, Malaysia, their Level of job satisfaction and the influence of job satisfaction onaffective commitment. It also examines whether Age moderates the abovementioned

relationship. Tourism is a critical industry which accommodates an Increasing number of

visitors to Sarawak, positioning itself as the Sarawak-More than a Paradise in the AsiaPacific region. Studies have confirmed that satisfied employees will be more committed

to their organizations and offer high quality service to the customers. Hierarchical

regression analysis was used to analyze the data of the study. The three most important

factors to motivate employees are interesting work, job security and Opportunities foradvancement and development. Satisfaction towards salary was found to have a

significant Positive relationship with affective commitment. Also, satisfaction towardssupervision showed significant Positive relationships with normative commitment.However, age did not moderate the relationships between job Satisfaction and

organizational commitment. The findings of this study provide valuable insights for the

Management of tourism-related organizations in Malaysia and the Asia Pacific region tocreate a motivated and committed workforce.

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16. Education, job satisfaction and gender in Kuwait Author: Metle M.K.

This study explores the relationship between education (level and field) and job

satisfaction among Kuwaiti women employees in the Kuwaiti private banking sector. Theanalysis is focused on the responses of the female employees to their own jobs as

indicated by their level of job satisfaction. Specifically, the research involved a stratified

sample of the Kuwaiti women employees in the whole private banking sector in Kuwait.

This study differs from previous investigations of job satisfaction in two principal ways:in dealing with the private sector (rather than the more common public sector in studies

of the Middle East) and in taking into account education (level and field) in the private

sector work setting. The major findings of this research indicate that a much broaderapproach towards increasing satisfaction than focusing on the job itself is required. The

study shows that the respondents' education background is of substantial importance in

affecting job satisfaction.

17. Job Satisfaction of Academicians in TURKEY and the Factors Affecting Job

Satisfaction Dr. Melek EKER Dr.Adem ANBAR-Prof.Dr.Lale KARABIYIK

The aim of this study is to measure the levels of job satisfaction among academicians in

Turkey and to investigate the relationship between the job satisfaction and the factors that

affect job satisfaction. The data was obtained by using sociodemographic data form, jobsatisfaction scale and work and work environment scale from 160 academicians that

have been working in accounting and finance sub-department in Faculties of Economicsand Administrative Sciences in 78 public and private universities. In the analysis of data,

descriptive statistics, factor analysis, stepwise regression analysis and discriminatefunction analysis were used.

The factor analysis of the 13 items which have possible effect on job satisfaction among

academicians revealed five factors: Work environment, administrative workload,

academic workload, promotion and evaluation and research fund. The stepwise

regression analysis which was employed to determine the predictors that affect jobsatisfaction levels of academicians indicated that there was a meaningful relationship

between the level of job satisfaction and the factors that affect job satisfaction and the

most important predictor of job satisfaction scores was work environment. Results of thediscriminate analysis indicated that while work environment and academic workload

were the predictor factors for academicians who had high level of job satisfaction, there

were no determining factors for academicians who had low level of job satisfaction.

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18. Comparing Job Satisfaction among Public- and Private-Sector Employees

Victor S. DeSantis Bridgewater State College Samantha L. Durst

University of North Texas

Over the past several decades a number of empirical studies have demonstrated that job-satisfaction levels vary widely in the American labor force. The effect of age, tenure,

salary,job type, job level, and work environment on an employee's job satisfaction has

been extensively discussed. Studies have underscored the importance of identifying thedeterminants of employee job satisfaction by linking it to higher production and

performance levels and to retention rates. Renewed interest in increasing performance

levels in governmentshould interest public administrators in identifying factorsthat fosterworker satisfaction. However little empirical attentionhas been given to evaluating job-

satisfaction levels among public-sectoremployees. And given that the reward system inthe public sector systematically differs from that of the private sector (in terms of pay,

benefits, and psychic value), it seems likely that studies of satisfaction levels amongprivate-sector employees may notbe applicable to public-sector employees. This paper

utilizes analyses of the National Longitudinal Surveysof Youth (NLSY) to compare job-

satisfaction levels among public-and private-sector employees. The NLSY is arepresentative sampleof 12,686 men and women. Using this survey allows us to examine

the actual work experiences, personal characteristics, and job-satisfaction levels of a

selected set of public and private workers. If the factors that contribute to job satisfactiondiffer for public-andprivate-sector employees, as our results suggest they do, thensuch an

analysis is long overdue.

19. Public Service Motivation and Job Performance Evidence from the Federal

Sector Pablo Alonso American University Gregory B. Lewis

Perry and Wise (1990) argued that people with high public service motivation (PSM) are

more likely than others to choose government jobs, to perform better on the job, and torespond more to nonutilitarian incentives once in government. Using multiple regression

and log it analyses on responses by 35,000 federal, white-collar employees to the 1991

Survey ofFederal Employees and the 1996 Merit Principles Survey, this article tests the

link between PSM and job performance in the federal service. There is mixed evidenceon whether PSM positivelyaffected grades and performance ratings, clearer evidence that

employees who expected to receive a material reward for exceptionalperformanceattained higher grades and performance ratings, and no evidence that the link between

material rewards and performancemattered less to those with high PSM.

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20. Sectorial comparison of factors influencing job satisfaction in Indian bankingsector. By Srivastava, Deepak Publication: Singapore Management Review

The present study has been designed to examine the degree of job satisfaction of twopublic sector and two private sector banks in India. The banks were selected and from

each organization 25 subjects were selected randomly. A questionnaire developed by

Sinha (1990) was used for Ascertaining the level of job satisfaction. Data were analyzedemploying one-way ANOVA. The means of four organizations were significantly

different from one another. The result indicates that layoff threats, quick turnover, less

welfare schemes, and less scope for vertical growth increase job dissatisfaction. On the

other hand, secure job environment, welfare policies, and job stability increase the degreeof job satisfaction.

21. a survey of job satisfaction, sources of stress and psychological symptoms

among New Zealand Health Professionals. Anthony C Dowell, Professor of General

Practice, Wellington School of Medicine, University of Otago

Response rates were 70.5% for physicians, 69% for surgeons and 76% for community

pharmacists. Job satisfaction scores for surgeons were similar to scores for generalpractitioners. Pharmacist and physicians scores were lower. Job satisfaction varied

according to gender, the relative amount of time spent in public practice and the

perceived ill effects of work on health. Pharmacists had the highest number of cases with

significant scores on the GHQ-12 scale, with physicians and surgeons scoring similar togeneral practitioners. In each of these health professional groups approximately 10%

described a level of symptoms that is associated with more severe psychological

disturbance.

22. Workload and job satisfaction among general practitioners: a review of the

literature. Groenewegen PP, Hutten JB.

The workload of general practitioners (GPs) is an important issue in health care systems

with capitation payment for GPs services. This article reviews the literature ondeterminants and consequences of workload and job satisfaction of GPs. Determinants of

workload are located on the demand side (list size and composition of the patient

population) and the supply side (organization of the practice and personal characteristics

of the GP). The effects of workload and job satisfaction on work style and quality ofwork have been reviewed. The length of consultations or booking intervals seems to be

an important restriction for work style and quality of work.

22
http://www.allbusiness.com/singapore-management-review/41127-1.htmlhttp://www.allbusiness.com/human-resources/employee-benefits/178139-1.htmlhttp://www.ncbi.nlm.nih.gov/pubmed?term=%22Groenewegen%20PP%22%5BAuthor%5D&itool=EntrezSystem2.PEntrez.Pubmed.Pubmed_ResultsPanel.Pubmed_RVAbstracthttp://www.ncbi.nlm.nih.gov/pubmed?term=%22Hutten%20JB%22%5BAuthor%5D&itool=EntrezSystem2.PEntrez.Pubmed.Pubmed_ResultsPanel.Pubmed_RVAbstracthttp://www.allbusiness.com/singapore-management-review/41127-1.htmlhttp://www.allbusiness.com/human-resources/employee-benefits/178139-1.htmlhttp://www.ncbi.nlm.nih.gov/pubmed?term=%22Groenewegen%20PP%22%5BAuthor%5D&itool=EntrezSystem2.PEntrez.Pubmed.Pubmed_ResultsPanel.Pubmed_RVAbstracthttp://www.ncbi.nlm.nih.gov/pubmed?term=%22Hutten%20JB%22%5BAuthor%5D&itool=EntrezSystem2.PEntrez.Pubmed.Pubmed_ResultsPanel.Pubmed_RVAbstract


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NEED FOR THE STUDY

Interest in workplace spirituality has increased steadily over the last decade of the

twentieth century and into the new millennium. Spirituality, as the basic feeling of being

connected with ones complete self, others and the entire universe. As Galen and West(1995) noted a growing number of companies are setting off on spiritual journeys. Its not

about bringing religion into the office or requiring that employees chant mantras at their

workstations. Rather the spirituality movement in the corporation is an attempt to create asense of meaning and purpose at work and a connection between the company and its

people.

Today, companies like Ford, Nike, Boeing, AT&T, Lotus, and Taco Bell alike, have allbegun incorporating spirituality into the workplace. Spiritual revival is sweeping across

Corporate America as executives of all stripes are mixing mysticism into their

management, importing into office corridors the lessons usually doled out in churches,temples, and mosques. Gone is the old taboo against talking about God at work.

Americans are increasingly leading more stressful lives. Surveys show they work morehours than people in most other industrialized countries and take fewer vacation days. At

the same time, many are dissatisfied professionally

According to the Fellowship for Companies for Christ International, there are 10,000

Bible and prayer groups in workplaces. Large corporations such as Intel, PepsiCo, Coca-Cola, and Sears allow employee prayer groups. Many of them meet at noontime in

gatherings with names such as higher power lunches. Now there are more than 30conferences on spirituality and the workplace compared to only one 10 years ago. Not

only has the number of related books quadrupled each year since 1990, but there are also

an increasing number of journal articles devoted to this topic as well.

As incongruous as it may seem, many MBA programs are also stressing spirituality to

their students who are chasing million-dollar dreams. Columbia University Business

School offers a class, Creativity and Personal Mastery, which emphasizes personalgrowth and exploration of ethics and values. Other B schools run classes with similar

themes under different names. And the American Academy of Management has recentlyformed a Special Interest group in Management, Spirituality and Religion.

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Furthermore, academic institutions like The University of Denver and the University of

New Haven has opened research centers dedicated to this subject as well.

There is the widespread belief that for companies to survive into the 21st century in theface of economical downturn and global competition, it would be helpful to seek

inspiration from Above [God/ heaven] and tap into employees spiritual resources.

Spiritual resources may include the Bible, books, articles, conferences, prayer, and

meditation. As McDaniel (n.d.) noted, our jobs have become devoid of our true

selves, more about money than meaning, and completely lacking connection in a sense of

Gods presence. There are numerous social and economic changes and shifts indemographics of the workforce that have contributed to the growing interest of

spirituality in the workplace. These contributing factors include layoff; downsizing;

mergers; increased employee stress and burnout; decline in job satisfaction;

environmental pollution and energy crisis; technological advancements; unethicalcorporate behavior; workplace violence and threats of terrorism; and unraveling of

schools and family. According to a survey conducted by the Conference Board researchgroup, only 50% of Americans are happy with their jobs, down 9% compared to 59% in

1995 . In these turbulent times, it is only natural that workers turn to spirituality and

religion for remedies, security, and inner peace,

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METHODOLOGY

OBJECTIVES:-

1. To study the effect of spirituality of CEOs on performance and job satisfaction level.

2. To examine the personality behavioral correlates of spirituality.

3. To analyze the influence of CEOs spirituality on their employees.

4. To analyze the similarity and differences between CEOs and their employees onperceived behavioral correlates.

HYPOTHISES:-

1. There is a positive relationship between spirituality of CEOs and performance and jobsatisfaction level of CEOs and their respective employees.

2. Spirituality of CEOs leads to high level of job satisfaction and performance amongCEOS and their respective employees.

3. Self regulation of CEOs play a role in perceived spirituality, job satisfaction level and

performance level of CEOs and their respective employees.

4. Internal locus of control leads to high level of job satisfaction level and performance

level of CEOs and their respective employees.

5. There are no demographic differences among CEOS and their respective employees in

experiencing spirituality, the level of job satisfaction and the level of performance.

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VARIABLES:-

INDEPENDENT VARIABLE:-

Spirituality, locus of control and demographic variables.

DEPENDENT VARIABLE:-

Performance level and job satisfaction level of CEOs and their respective employees.

SAMPLE:

The sample will be drawn from a general population working as CEOs in different

organizations. Based upon the findings of pilot study the sample for the final study willbe defined and selected.

INCLUSION CRITERIA:

Based on the pilot study the inclusion criteria for CEOS and their respective employees

would be determined later.

EXCLUSION CRITERIA:

Based on the pilot study the exclusion criteria for CEOS and their respective employees

would be determined later.

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OPERATIONAL DEFINITIONS:

Spirituality:

Dehler and Welsh Describe spirituality at work as a search for meaning, deeper self-knowledge or transcendence to a higher level. Additionally, the sense of meaning and

purpose serves as an inner source of energy that is then expressed outwardly as behavior.

Tepper Defines spirituality as the extent to which an individual is motivated to find

sacred meaning and purpose to his or her existence.

Locus of Control:The extent to which people believe they have power over events in their lives. A person

with an internal locus of control believes that he or she can influence events and their

outcomes, while someone with an external locus of control blames outside forces for

everything

Job Satisfaction:Employee Job satisfaction can be described as whether employees are happy and

contented and fulfilling their desires and needs at work

Job Performance:

Job performance is an individual output in terms of quality and quantity expected from

every employee in a particular job. The workrelated activities expected of

anemployee and how well those activities wereexecuted.

DESIGN: Exploratory research method will be adopted.

ASSESSMENT TOOLS:

1. Spirituality Questionnaire2. IELC Scale

3. Personality Questionnaire

4. Job Satisfaction Questionnaire

5. Job Performance Questionnaire

Appropriate tools for measuring the above variables will be finalized.

Analysis of results:

Keeping in view the objectives of the study appropriate parametric and non

parametric statistical tests would be used to analyze the data obtained.

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BIBILOGRAPHY:

S K Srivastava ( 2005) Organizational Behaviour and Management, Sarup &Sons,

Jon L. Pierce, Donald G. Gardner, Randall B. Dunham ( 2001) Management and

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Cunningham.J.B. and Eberle.T (1990) : A Guide to job enrichment and Design.

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Michael M. Gruneberg, Toby D. Wall,(1984) Social psychology and

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Donald K. Freedheim, Irving B. Weiner, Walter C. Borman, Daniel R. Ilgen,

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Michael Carroll ( 1996) Workplace counseling: a systematic approach to

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